Employee Engagement – People and Culture Survey example Page 1

EMPLOYEE ENGAGEMENT AND CAPABILITY BUILDING

What is employee engagement?

Employee satisfaction and employee engagement are interchangeable terms and similar concepts on the

surface. Employee satisfaction covers the basic concerns and needs of employees. For some employees,

being satisfied means collecting the fortnightly wages and doing the minimum requirements.

Employee engagement is not the same as employee satisfaction. Employee engagement is the extent to

which employees feel passionate about their jobs, are committed to the organisation, and put discretionary

effort into their work. Employee engagement addresses their individual levels of motivation, involvement,

and/or emotional commitment and, when combined, how this can improve an employee’s productivity and

performance.

Employees who are engaged in the business are motivated to do more than the bare minimum needed in

order to keep their jobs or get the job done. By contrast, satisfied employees in general are merely happy or

content with their jobs and the status quo.

Talented and motivated employees expect more from their employer. For these employees, job satisfaction

includes a different set of criteria. They want to be engaged and empowered. They want to be challenged and

pushed. They want their work to have meaning. They want personal and professional development

opportunities so that they can grow and advance their careers.

The key challenge faced by most organisations is engaging employees with the goals and objectives of the

business. The engagement required doesn’t come simply by telling the workforce what to do or setting

targets. The level of engagement is driven by both personal motivation and ability.

Engagement and reform:

With the State Government’s reform strategy now in full swing, engaging employees on a more meaningful

level is critical as it is the employees of councils who will deliver the strategy. It is the employees who will

breathe life into the plans and documents and it will be the employees who will be working closely with

community and other stakeholders throughout the transition stage.

One way to gauge the level of engagement is to undertake a simple and brief Employee Survey (see example

on next page). This will give the GM and the executive management team, quantitative and qualitative

employee data that can be analysed and responded to quickly and effectively. Employee surveys can be

undertaken several times throughout the transition stage depending on the results of the initial survey and the

response times from the GM and executive team.

Your Human Resource Manager, Organisational Development Manager or equivalent will be able to provide

you with more insight into the objectives and outcomes of employee engagement and why the organisation

would want to survey employees. Discussions should take place as soon as practical so that an Engagement

Strategy can be developed and integrated into the Internal Communications Plan.

Your employees will appreciate the opportunity to share their thoughts as well as the steps taken by the

organisation to address any shortfalls and/or to acknowledge the efforts made.

Employee Engagement – People and Culture Survey example Page 2

EXAMPLE - People and Culture Survey

Throughout the amalgamation process, your thoughts and feelings on how things are progressing are

important and valued. Your time in filling out this survey is greatly appreciated. The feedback received will

help to inform the change management and communication processes.

Your current situation Circle your response number

Str

on

gly

Ag

ree

Ag

ree

Ne

ith

er

Ag

ree

or

Dis

ag

ree

Dis

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Str

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Dis

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1 I am satisfied with my current job 1 2 3 4 5

2 I have a good work / life balance 1 2 3 4 5

3 I feel I am productive in my work 1 2 3 4 5

4 My job satisfaction is greater than it was a year ago 1 2 3 4 5

5 Staff morale in my section is high 1 2 3 4 5

6 I am looking for employment outside the Council 1 2 3 4 5

7 Management encourages and actively seeks feedback from employees

1 2 3 4 5

8 My manager keeps me informed of the changes happening in Council

1 2 3 4 5

9 Communication is open and honest in Council 1 2 3 4 5

10 I have been kept well informed about the local government reform proposals (amalgamations)

1 2 3 4 5

11 I am positive about the future and the reform opportunities

1 2 3 4 5

Where have you read or heard information about Local Government reform? Mark as many as applicable.

Insert X if applicable

1 Newspapers, radio or TV

2 Facebook, Twitter or other social media

3 Council website or intranet

4 Council newsletters and publications

5 Council minutes

6 Team meetings or from manager/supervisor

7 From other staff

8 I haven’t seen or heard any information about proposed changes

Which of the following issues concern you in the reform and restructure activities?

Insert X if applicable

1 Increased workload

2 Job security

3 Workplace location

4 Wages and benefits

5 Safety and health

6 Workmate or team changes

7 Changes the way you are managed or are able to carry out your job

8 Changes to your role / position

9 I do not have any concerns

Employee Engagement – People and Culture Survey example Page 3

Which statement best describes your expectations about your own job in the reform process?

Insert X if applicable

1 My job or location won't really change

2 My location won't change but my job might

3 I might be working for a different manager

4 My role or job won't exist in the new Council

5 I will be placed into a new position

6 I will not be working in the new Council as my contract is completed

7 I don't know what to expect

Please rate the following statements from high to low importance.

Lo

w

Hig

h

1 The transition is well planned and managed 1 2 3 4 5

2 Staff have opportunities to participate in planning activities

1 2 3 4 5

3 There will be opportunities provided to bring teams / employees of the new Council together in planning and implementation

1 2 3 4 5

4 Staff are given timely information on direction, milestones and timelines throughout the planning, mobilisation and implementation phases

1 2 3 4 5

5 Staff are kept informed about potential changes to their own roles or work teams

1 2 3 4 5

Thank you for taking the time to complete this survey, we appreciate your opinions and comments.

GM/Interim GM